Job Opportunities API

ABOUT ZURU ZURU is on a mission to disrupt across industries, challenge the status quo and catalyst change through radical innovation and automation advances. This is in play in different pillars of the company: ZURU Toys are re-imagining what it means to play; ZURU Tech is shaping a better future by leading the next building revolution; ZURU Edge is pioneering new generation FMCG brands to better serve modern consumers.   Founded in 2003 by EY Entrepreneur of the Year and World Entrepreneur Hall of Fame brothers Nick and Mat Mowbray, ZURU has quickly grown to a team of over 5000 direct and indirect members across more than 30 international locations.   One of the largest toy companies in the world, globally recognized and award-winning brands include Bunch O Balloons, Mini Brands, XSHOT, Rainbocorns and Smashers. Our global FMCG brands include MONDAY Haircare, Rascals, NOOD, BONKERS, Gumi Yum Surprise, and more! For more information, visit www.zuru.com http://www.zuru.com ROLE PURPOSE: Hiring the best people is ZURU’s number one priority. Until now, ZURU has run two disconnected Talent Acquisition operations: one built out of New Zealand, supporting hires across NZ, Australia, the Americas and Europe, and one run separately out of China. Both execute well on their own terms. Neither is set up to run as one global function with shared standards, shared data and a genuine pipeline strategy to keep up with ZURU’s hypergrowth. One Director owns bringing these together, one global TA strategy, one set of frameworks, and a team resourced and specialized well enough to shift ZURU from reactive hiring (filling roles as they open) to proactive sourcing (building the pipeline before we need it). This role has real scope to design, influence and build a global TA function ZURU has never had. CORE ROLES AND RESPONSIBILITIES: Global Strategy and Leadership - Own TA strategy end to end across International and China, leading the China TA Managers and International TA Managers to one global standard rather than two disconnected models. - Support the business to get in front of their TA needs as the business grows over 30% year on year. - Bring consistency to how ZURU hires everywhere, so a role, a process and a candidate experience mean the same thing whether the hire is in Auckland or Shenzhen. - Give leaders clear direction and the support to execute at pace, without taking over their day-to-day delivery. Structure, Ways of Working and Resourcing - Review how the TA function operates today, structure, team roles, processes, KPIs across both International and China, and decide the best course to keep up with ZURU’s pace and the recruitment challenges we’re facing right now. - Design the resourcing model to match where ZURU is growing. - Build out the frameworks, processes and standards to support mass adoption. - Empower hiring managers to do more of the process themselves, by providing a clear framework and training that build their capability. - Refine TA systems and tools to enable new TA team members to onboard and become effective faster. Early Careers and Campus - Make sure ZURU's early careers and campus recruitment are set up to succeed: the teams running internships, graduate and campus programmes have clear direction, the right structure and what they need to deliver. This role steers and enables it rather than executing it. - Set the global standard and share learnings across regions, so a strong programme in one market lifts the others rather than staying local. - Drive continuous improvement, so early careers keeps building a deliberate pipeline of future talent and raises the bar as ZURU grows. Employer Brand and Marketing Partnership - Partner closely with Marketing to bring a marketing lens to talent: joint campaigns, storytelling and creative that sell ZURU as a place to build a career, not just job adverts. - Drive ZURU's employer brand globally, with particular f